Many delays could have been easily overcome, simply by ensuring that responsible staff members did not go on vacation at critical times.
How the organization will benefit from making changes
When the project began, the organization had benefitted by moving into subcontracting, in addition to focusing on its custom-built, wholesale and retail furniture lines. Expanding its production facilities was supposed to facilitate meeting increased demand. However, particularly given the 'custom' nature of many of its pieces, the benefits of time efficiency might not be as easily conveyed to the Woodworking Company as would be the case for a company with a more standardized manufactured product. Craftsmanship, even with superior production facilities, always takes time. Other aspects of the planned plant renovation, such as air conditioning for a production facility in a relatively cool section of the country, do not seem to have been worth the outlay, and were more window-dressing than evidence of actual, beneficial changes.
The expected outcomes of the project
The one possible benefit of the reconstruction strategy might be the acquisition of improved software and information technology. Using such materials can be a cost-effective way to promote the Company's product lines, as well as keep track of costs and orders. Although the Woodworking Company did not choose to expand into the U.S., it can still use web-based technology to sell to U.S. And even to international consumers. Attractively photographing the furniture and taking custom orders might be one way to circumvent the losses incurred as a result of the poorly-managed improvement project.
Other sources of revenue for the Company, such as incorporating or securing venture capital, do not seem feasible for such an insular, family firm. The firm has previously shown resistance to radical changes and outsider suggestions, as manifest during the beginning phases of the two-year renovation. However, seeking outside investment and finding other sources of...
Woody's Project Management: The Custom Woodworking Company is relatively a medium sized cabinet and furniture making firm whose headquarters are at Industrial Estates, BC. The founder began the company in 1954 following his apprenticeship as a cabinet maker before moving to the current location in 1959 together with his wife. Woody's currently manufactures custom furniture, typical kitchen and bathroom cabinets, and various wholesaler or retailer furniture products. Following its continual growth
Project Management In The Custom Woodworking Company, hereafter known as "Woody's," there were numerous project management problems that appeared from the very beginning, and they only got worse as the product was carried out. The Woody 2000 project was not well conceived, and that was the first problem encountered. When a project is going to begin, it needs to be thoroughly planned out first (Wideman, 2001b). There was little planning that
When Leadbetter was made aware of these issues, he contacted only the subcontractors working on individual aspects of the project, attempting to micromanage without coordinating through the project leaders at the two major companies that had been hired to complete this project (EID and S&P) (Project Management Case Study 2000). All told, the project that had been slated to take a year to complete took over two years, ran into
Woody 2000 The project proposed herein involves identifying optimal approaches to the expansion of the existing workspace and installation of a production train for The Custom Woodworking Company (hereinafter alternatively "Woody's" or "the company"), a custom furniture and millwork manufacturer headquartered in British Columbia. The company's longstanding reputation for high quality products has created a need for this additional workspace and more efficient manufacturing processes. Overview of Plan and Implementation The overarching objective
For example, the company did create a monthly cash flow chart for the modernization project. However, this flow chart was not regularly re-evaluated over the course of the project on a regular and timely basis, once delays became a problem. There was no talk of scaling back or reformulating the approach, once it became clear that the project was going to be more expensive and take longer than anticipated.
Woody 2000 -- Project Outline The Woody 2000 project represents an industrial facilities expansion for a growing small-to-midsize (SME) business that produces custom furniture and cabinets. This SME, The Custom Woodworking Company, has designated a seventeen million dollar project budget with the goal of adding an equivalent of twenty five percent to their existing production floor space as well as introducing some modern equipment with some level of automation. The project
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